american society for quality n.
Download
Skip this Video
Loading SlideShow in 5 Seconds..
AMERICAN SOCIETY FOR QUALITY PowerPoint Presentation
Download Presentation
AMERICAN SOCIETY FOR QUALITY

Loading in 2 Seconds...

play fullscreen
1 / 43

AMERICAN SOCIETY FOR QUALITY - PowerPoint PPT Presentation


  • 104 Views
  • Uploaded on

AMERICAN SOCIETY FOR QUALITY. QUALITY 101 Michael Hagan, D.O., MHSA, CMQ. Why study quality?. Tangible Increase in earnings Decrease in waste Increase in productivity. Intangible Customer goodwill Alignment between business activities. Module 1: Quality Benefits.

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'AMERICAN SOCIETY FOR QUALITY' - trixie


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
american society for quality
AMERICAN SOCIETY FOR QUALITY

QUALITY 101

Michael Hagan, D.O.,

MHSA, CMQ

module 1 quality benefits
Tangible

Increase in earnings

Decrease in waste

Increase in productivity

Intangible

Customer goodwill

Alignment between business activities

Module 1: Quality Benefits
w edwards deming on quality
Meeting customer needs + wants = quality.

Quality improves products/services and processes.

Improved products/services and processes = profitability.

W. Edwards Deming on Quality
a quality approach benefits
A Quality Approach Benefits . . .

Organizations

Employees

Customers

Suppliers

Society

benefits to employees
Benefits to Employees

 Product quality

Pride in products and

services

Job satisfaction

 Process quality

Improved communications

Streamlined work processes

 Customer satisfaction

Happier customers

Strong customer

relationships

 Profit

Greater job security/benefits

quality studies and standards
Quality Studies and Standards

Strategic Planning

Institute

Released the Profit Impact of Market Strategy (PIMS) study.

National Institute of

Standards and

Technology

Partnered with the Baldrige recognition program.

Both organizations support the link between

quality and profitability.

n i s t
N I S T
  • National Institute Standards & Tech
  • Baldrige Quality Award
  • Baldrige index
  • Outperforms the S & P 500 index
it works
IT WORKS
  • Companies that look at themselves and constantly ask the question
  • “how can we improve”
  • Are more successful as a company
external and internal customers
External and Internal Customers

Publication

Department

Sales

Department

Customer

benefits to customers
BENEFITS TO CUSTOMERS
  • External Customer

Person or organization that (buys)

receives the product or service

  • Transplant center
  • Other OPO
  • Donor hospital
  • Tissue Bank
benefits to customers1
BENEFITS TO CUSTOMERS
  • Internal Customer

Employee or department that receives the output

  • OPO Coordinators
  • OPO HD
  • OPO Finance department
benefits to customers2
Benefits to Customers

Quality results in:

  • Increased choices.
  • Improved goods and services.
  • Expectations met or exceeded.
benefits to suppliers
Benefits to Suppliers
  • Achievement of performance requirements
  • Streamlined processes
  • Efficient communication
  • Increased customer satisfaction
benefits to society
Benefits to Society

Economic growth and stability

Increased employment opportunities

Product safety

opo s benefit to society
OPO’s BENEFIT TO SOCIETY
  • Disease free organs and tissues
  • Better functioning organs
  • More transplants
  • More lives saved
module 2 the evolution of quality
Module 2: The Evolution of Quality
  • Provides a framework for understanding the history of the quality movement.
  • Expands the definition of quality.
quality defined
QUALITY DEFINED
  • Many definitions
  • No perfect definition
  • Usually it is very clear

when quality is missing

missing quality
MISSING QUALITY
  • Missing a pt on the match run
  • Incorrect lab, HLA, etc.
  • Mislabeled blood type
  • Surgical damage
  • Liver in a heart box
juran fitness for use
JURAN FITNESS FOR USE
  • Degree to which the product or service conforms to design
  • The degree to which the transplant centers are called on each of their patients
juran fitness for use1
JURAN FITNESS FOR USE
  • Product or service availability, reliability, and maintainability
  • Reliability of the software systems to produce accurate match runs
juran fitness for use2
JURAN FITNESS FOR USE
  • Available customer service
  • Ability of transplant centers to request customer service from the OPO
iso definition of quality
ISO Definition of Quality
  • Degree to which a set of characteristics fulfills requirements

Product:

Telephone

Characteristic:

Speed dial

Requirements:

Convenience

and speed

crosby s definition of quality
Crosby’s Definition of Quality
  • Quality is conformance to requirements.
  • Requirements are answers to key organizational questions:
  • How quickly will orders ship?
  • What is our return policy?
  • What forms of payment are acceptable?
quality evolution medieval guilds
Quality Evolution: Medieval Guilds
  • Guilds:
  • Developed strict rules for products and services.
  • Used stamps to identify flawless goods.
quality evolution product orientation
Quality Evolution: Product Orientation
  • Master craftsmen trained apprentices.
  • Industrial Revolution divided trades into specialized tasks; inspectors guaranteed quality.
  • Taylor system increased productivity; inspection departments found defects.
quality evolution process orientation
Quality Evolution: Process Orientation
  • Processes became critical.
  • Shewhart identified statistical quality control.
  • Developed strict rules for products and services.
  • Quality became relevant for process, not just product.
process orientation
PROCESS ORIENTATION
  • Shewart: in 1920s, Bell Labs
  • Process yields data
  • Data can be analyzed
  • Statistical analysis and control
  • Control charts for the process
quality evolution wartime
Quality Evolution: Wartime
  • Quality became a safety issue.
  • The military developed a sampling inspection system and trained suppliers.
quality evolution total quality movement
Quality Evolution:Total Quality Movement
  • Developed in response to Japanese quality movement.
  • Focused on improving all processes through people who used them.
use of standards
Use of Standards
  • Definition: A standard is a “statement, specification, or quantity of material against which outputs may be judged as acceptable or nonacceptable.”
  • Result: Interchangeable products.
  • Examples: Military and ISO 9000 standards.
iso registration
ISO Registration

Step 1

Independent third party audits the quality management system.

Step 2

Certificate of registration awarded when audit is passed.

Step 3

Registration is maintained via surveillance audits.

baldrige program
Baldrige Program
  • Improves organizational performance.
  • Facilitates the sharing of best practices.
  • Provides a tool for managing performance and guiding planning and opportunities for learning.
baldrige 7 categories
BALDRIGE 7 CATEGORIES
  • Leadership
  • Strategic planning
  • Customer & market focus
  • Information and analysis
  • Human resource
  • Process management
  • Business results
baldrige core values
BALDRIGE CORE VALUES
  • Visionary leadership
  • Customer driven excellence
  • Organizational & personal learning
  • Valuing employees and partners
  • Agility
  • Focus on the future
baldrige core values1
BALDRIGE CORE VALUES
  • Managing for innovation
  • Management by fact, data
  • Public responsibility & citizenship
  • Focus on results, creating value
  • Systems perspective
quality questions
QUALITY QUESTIONS
  • What does AOPO consider a good quality OPO?
  • One that has met accreditation requirements
quality questions1
QUALITY QUESTIONS
  • What does CMS consider as a good quality OPO?
  • One that has met the CMS contractual requirements
quality questions2
QUALITY QUESTIONS
  • What does UNOS consider as a POOR quality OPO or program?
  • St. Vincent, skipped candidates,

program now closed

not quality
NOT QUALITY
  • There is a very real cost of poor quality or lack of quality.
  • Cost of time, resources, people
  • Poor outcomes, fewer transplants
quality improvement
QUALITY IMPROVEMENT
  • HRSA Collaboratives and

AOPO Quality Council

  • Strive to improve quality
  • More transplants, save more lives
quality goal
QUALITY GOAL
  • All 58 OPOs
  • High quality OPOs
  • High quality organs and allocation